Managing Development Programs: The Lessons of Success
Regular price
€192.20
A01=Samuel Paul
adaptive planning
Author_Samuel Paul
Barefoot Doctor
beneficiary participation
Category=JHB
Chinese Program
Contraceptive Supplies
Dairy Commodities
Dairy Development
decentralized management
Demand Mobilisation
EEC Country
eq_bestseller
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
eq_society-politics
Field Staff
Indonesian Program
institutional innovation
institutional innovations
IOC
Kenyan Programs
leadership continuity
Leaf Collection
Leaf Officer
Mexican Program
Non-economic Incentives
Operation Flood
Philippine Program
positive management actions
Program Agency
program evaluation
Rural Areas
rural development program
Small Rice Farmer
Social Development Programs
Strategic Interventions
strategic management
strategic management in international development
Tea Cultivation
UN
Urban Dairies
Product details
- ISBN 9780367019396
- Weight: 650g
- Dimensions: 149 x 229mm
- Publication Date: 07 Jun 2019
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Hardback
Secure
checkout
Fast Shipping
Easy returns
Why do some development programs succeed while so many others fail? What role do managerial and institutional innovations play in program performance? Dr. Paul's comparative analysis of six successful development programs selected from Asia, Africa, and Latin America provides important answers to these questions. The study shows that a clear focus on a single goal or service; decentralization; the use of network structures and beneficiary participation consistent with the complexity of the program environment; and highly adaptive planning, monitoring, and motivation processes are among the common features of the six successful programs. The design and orchestration of these and other elements were facilitated by the relative autonomy of the programs and by the continuity and commitment of their leadership. There is no dearth of studies of failure in the field of development, points out Dr. Paul, but studying failure does not necessarily lead to insights into the positive management actions and institutional innovations that have led to successful programs. This study, the first of its kind to focus on high performers, is unique in the lessons it offers on the strategic management of development programs.
